How to Sell to Corporates as a startup – or: it takes two to tango
By Arianna Elena Maschietto, Global Director of Startup Programs, QAI Ventures
Let’s talk sales.
There’s something every founder in deep tech needs to learn, usually the hard way: Selling to corporates is not like selling to anyone else.
If you treat a corporate like just another VC, startup, or research partner, you’ll likely get interest, maybe even applause - then total silence. Or worse: a polite “we’ll get back to you” that never turns into a deal.
I’ve seen it over and over. A technical founder lands a meeting, the corporate nods along… and then nothing happens. Why? Because corporates need a different approach
Let me show you how to speak their language and get inside their process.
The Human Factor: Who’s behind the Corporate Title?
Before you pitch to “the head of innovation” or “a strategic partnerships lead,” pause.
You’re not pitching a role. You’re pitching a human.
And that person might like your tech. They might love your pitch. But they might also:
● Have zero budget authority
● Need to sell your story internally before they can say yes
● Be scared to champion something unproven because they’re not allowed to fail
● Just want to show their boss they’re “doing innovation”
As a founder, it’s easy to misread excitement as traction. But in corporate land, you can get a “we love this!” followed by six months of silence, because excitement ≠ influence.
So ask yourself:
● Do they control a budget or need to get approval?
● Will they need to bring in IT, legal, or procurement?
● Are they trying to look innovative or actually solve a business problem?
Either way, you might still get value.
Sometimes, the right internal stakeholder is just looking for a PR-friendly pilot to showcase to their leadership. That might not be long-term revenue, but it could be the exposure you need to get internal buy-in or external credibility.
I’ve seen founders land real traction from what looked like a surface-level engagement. But you have to be clear about what you’re walking into. Are you solving a problem, or are you part of the PowerPoint? Either can work. Just know which game you’re playing.
Tip: Ask them directly: What does success look like for you if we do this together?
If they can’t answer that, it’s not a real opportunity yet.
Inside the Black Box: How Corporate Innovation Actually Works
You move fast. Corporations don’t.
That’s not because they’re lazy or slow. It’s because they’re built differently.
When I worked at Microsoft, I had to pitch new programs internally, not to customers, but to other teams. I needed buy-in from legal, finance, and directors across Europe. I was in my 20s, asking for hundreds of thousands of dollars in budget… and I didn’t even have results yet. I had to learn how to justify an idea before it had traction. And how to pitch it differently depending on who I was talking to.
This is how corporations work. It’s layers. It’s risk management. It’s internal trust-building.
Let’s break it down:
| Startups | Corporates |
|---|---|
| One call, quick yes/no | Five calls, four departments, two budget cycles |
| “Let’s test it tomorrow” | “Let’s align with procurement after Q3 closes” |
| Founder = decision-maker | Title ≠ budget ≠ authority |
| Lean, direct communication | Internal politics, sign-offs, chain of command |
So what does that mean for you?
● Your perfect PoC offer might land after their budgets are locked
● Your main contact might love it, but still needs three other teams to approve
● Even if they say yes, contracting can take months, and it often will
You’re on a 6-month runway.
They’re on a 12-month planning cycle.
Don’t be discouraged. Just be prepared. Ask where they are in their cycle. Offer flexibility. Show them how to move forward without friction. Your urgency won’t become theirs until they can sell it internally.
Corporate - Startup Collaboration: How to Get Into the Innovation Process
If your pitch doesn’t align with their current focus, it’s not getting prioritized, no matter how cool your tech is.
So here’s how you get inside:
Start with their pain, not your feature. What keeps their team up at night?
Explain your value in their language: time saved, money earned, risk reduced.
Make it pilotable: light on risk, heavy on clarity, easy to test.
Learn more about their internal process, not just your tech roadmap.
Remember: you’re not just pitching a product. You’re pitching a partner.
Many innovation teams are under pressure to show results. If you make them look good - by being pilot-ready, aligned with KPIs, and easy to explain, you’re not just a vendor. You’re a win. You are helping them to reach their goal with your tech! This is a win-win.
Selling Is a Skill. You Get Better by Practicing.
Founders often tell me, “I’m not good at sales.” And I get it. You’ve been heads-down in R&D, not in meetings. But selling to corporates isn’t about tricks or charisma, it’s about learning how they think, and practicing how to engage with them.
That’s why I build sales-readiness into our programs.
That’s why we do Pitch Punch.
And that’s why sometimes… I just put you on the train.
I once told a founder, “Here’s your ticket. You’re going to meet them. It won’t be perfect, but it will teach you more than 10 practice calls.”
He went. He learned.
He closed the deal.
Because at some point, you just have to get in the room, and outside your comfort zone
Yes, corporates are slow. Yes, it’s uncomfortable.
But if you take the time to learn their language, play by their rules, and show them you can make their life easier.
Then you and your tango partner will hit it off on the dance floor big time. And when a corporate moves, it knows the steps, and the two of you will own the floor.
Founders: Master your sales pitch and nail your go-to-market strategy. Ready to take your startup to the next level?
QAI Ventures offers Accelerator Programs in Europe, North America, and Asia. Read more about how we support founders on our website or reach out to Arianna Elena Maschietto, our Global Director Startup Programs.
